Projects and Procurement
Sub-Committee
Composition
The Chairman and Deputy Chairman of the Finance
Committee (or their nominees) (Chair and Deputy Chair)
Two further Members to be appointed by the Finance
Committee from either its membership or the wider Court on the
basis of skill sets
A representative from the Community and
Children’s Services Committee
A representative from the Digital Services
Committee
A representative from the Police Authority
Board
A representative
from the Port Health and Environmental Services
Committee
Terms of Reference
To be responsible for:-
Projects
a)
Overseeing the total portfolio of projects overseen
by the Chief Executive’s Portfolio Management Board and
receiving regular high level dashboard reports on their progress,
identifying notable risks and proposed mitigations;
b)
Making proposals to the Resource Allocation
Sub-Committee/the Policy and Resources Committee for projects to be
included in the capital/supplementary revenue programme;
c)
Determining how political oversight of relevant Tier
1 and Tier 2 projects can best be achieved where several committees
are stakeholders on the proposed project and when projects in
excess of £100 million require Policy & Resources
Committee oversight;
d)
Reviewing the City Corporation’s project
management processes, development of project management skills and
expertise and the systematic embedding of commercial approaches
that share investment and risk.
Procurement
e)
To scrutinise and be responsible for
value for money on all City of London Corporation and City of
London Police procurement contracts above thresholds stipulated
within the City of London Corporation’s Procurement Code
(total contract value) at key stages, including initial tender
strategy to final contract award sign off.
f)
To consider and recommend all procurement
contracts above thresholds stipulated within the City of London
Corporation’s Procurement Code to the Finance
Committee.
g)
To invite representative(s) from the
relevant Spend Committee to attend meetings ensuring decisions are
made corporately.
h)
To provide officers with advice focussed
specifically on value for money, and consider lessons learned when
major contracts are coming to an end (i.e. before the (re)tender
process begins).
i)
To review and consider approvals of
£4m waivers for the Chamberlain’s department
contracts.
j)
To work with the Finance Committee to
review and to monitor performance against the Chamberlain’s
Departmental Business Plan and related corporate initiatives in
order to promote value for money and ensure compliance with the UK
Public Contract Regulations and the Corporation’s Procurement
Code.
